NURS FPX 6210 Assessment 2 Strategic Planning

Strategic Planning

In contemporary healthcare settings, strategic planning is essential for addressing current challenges and anticipating future obstacles. This assessment emphasizes that Cleveland Clinic must prioritize the prevention of Hospital-Acquired Infections (HAIs) through a comprehensive five- to ten-year strategic plan. The focus lies on optimizing existing infection prevention measures and significantly reducing the frequency of HAIs within the clinic.

To achieve this, the Balanced Scorecard (BSC) framework is combined with a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. This integrated approach provides a well-rounded solution by addressing financial considerations, patient outcomes, internal processes, and educational needs (Costa et al., 2022). Utilizing these tools, Cleveland Clinic can enhance its care quality by effectively mitigating HAI risks and maintaining efficient healthcare delivery.

Strategic Goals and Outcomes for Improvements

Cleveland Clinic aims to enhance medical safety and efficacy by establishing specific, measurable strategic goals focused on reducing HAIs, identified through SWOT analysis. The short-term objective targets a 35% reduction in HAIs within high-risk areas such as Intensive Care Units (ICUs) over one year. This will be accomplished by implementing research-based Infection Prevention and Control (IPC) programs, improving hygiene standards, expanding resources, upgrading surveillance, and providing staff training. The success will be evaluated by tracking HAI incidence per 1,000 patient days in ICUs (Braun et al., 2020).

For the long term, the clinic plans to cultivate a culture of safety emphasizing IPC over a five-year period. This involves continuous staff education, increasing patient awareness, deploying advanced monitoring systems, and enhancing interdisciplinary cooperation (Kubde et al., 2023). Patient education on infection prevention plays a vital role, alongside adopting state-of-the-art disinfection technologies like ultraviolet radiation and electrostatic sprayers. The ultimate goal is a 60% reduction in HAIs as measured per 1,000 patient days (Kubde et al., 2023).

The short-term goal builds a foundation for sustained improvement, with a 30% reduction in ICU infections demonstrating the effectiveness of targeted IPC strategies and facilitating cultural shifts. Achieving early success encourages stakeholder buy-in, including clinicians, pharmacists, managers, and patients, which is essential for long-term efforts (Salous et al., 2021).

Timeline for Short-Term Goal

Timeline for Long-Term Goal

Analysis of Strategic Goals: Technology, Ethics, Culture, and Regulations

Ethical Environment

The clinic’s strategic goals align with core ethical principles such as autonomy, beneficence, and nonmaleficence, prioritizing patient safety and quality care. By applying evidence-based IPC methods, Cleveland Clinic aims to improve health outcomes while safeguarding patient confidentiality in compliance with HIPAA regulations (Varkey, 2021).

Cultural Environment

The goals also emphasize cultural competence by tailoring interventions to diverse patient populations. Recognizing barriers like language, prejudice, and mistrust, the clinic promotes patient engagement to ensure HAI prevention strategies are culturally sensitive and effective (Chauhan et al., 2020).

Use of Technology

Technological innovation supports IPC goals through electronic health records for infection tracking and environmental monitoring systems to detect risks promptly. These tools facilitate personalized and timely infection control responses (Classen et al., 2024; Kubde et al., 2023).

Healthcare Policies, Laws, and Regulations The clinic’s objectives comply with national standards, including CDC guidelines and Healthy People 2030 initiatives, emphasizing hygiene and education to reduce HAIs (CDC, 2022; Healthy People 2030, 2020). Despite regulatory alignment, barriers such as resource limitations and stakeholder engagement challenges remain and must be addressed for successful implementation (Kubde et al., 2023).

References